01. ems-01 inroduction to engg mgmt.pdf

7/27/2019 01. EMS-01 Inroduction to Engg Mgmt.pdf

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MMEMME--32713271Engineering ManagementEngineering ManagementII

AN INTRODUCTION

Instructor: Md. Aftab Anwar

Lecture 1 & 2

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Required Text BookRequired Text Book Anderson, D. R., Sweeney, D. J. , Williams, T.

A. , Camm, J. D. and Martin, K.(2012).AnIntroduction to Management Science:

Quantitative A roaches to Decision Makin ,

Rev.13th Ed. Mason, Ohio: South WesternCengage Learning.

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Course OutlineCourse Outline Concepts of Engineering Management

Introduction to Quantitative Analysis Decision Analysis

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Transportation and Assignment problems

Forecasting Inventory Models

Project Management


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Assessment MethodsAssessment Methods

LO Method %

1,2,3,4,5 Quizzes 15

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, ,

2,4,5 Case Studies 10

1,2,3,4 Mid-Term Exam 25

1,2,3,4,5 Final Exam 45


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QuizzesQuizzes Total 2 quizzes will be conducted.

Averages of the 2 quizzes will be countedas the final quiz mark.

questions will be included in each quiz.

There will be no make-up quizzes for the

course unless an emergency or serioushealth/medical issue.

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Assignments and Case StudiesAssignments and Case Studies Several Assignments will be given to students

for assessment. Assignment should be submitted on the due

date. Otherwise, it will be considered as

zero. Several cases will be given for analysis and

answer the particular case related questions.

The submission of the case should be within

the due date. No late submission will be

granted.

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EngineeringEngineeringThe profession in which a knowledgeknowledge of

the mathematical and natural sciencegained by study, experience, and practicestudy, experience, and practice

is a lied with ud ementud ement to develo wa s

to utilizeutilize, economically, the materials andmaterials andforcesforces of nature for the benefit ofbenefit of

mankindmankind (1979, US. Engineering societies).

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ManagementManagementA setset ofof activitiesactivities (including planning and

decision making, organising, leading andcontrol) directeddirected atat an organisations

resourcesresources human, financial, h sical and

informational) with the aim ofachievingachievingorganisationalorganisational goalsgoals in an efficient and

effective manner. (Griffin)

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ManagementManagement -- Functional ApproachFunctional Approach Planning

Defining goals, establishing

strategies to achieve goals,developing plans to integrate andcoordinate activities

Organizing

Arranging work to accomplishorganizational goals

Directing

Working with and through

people to accomplish goals Controlling

Monitoring, comparing, andcorrecting the work

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Engineering ManagementEngineering Management Engineer Management is concerned with the

design, installation, and improvement of integrated

systems of people, material, information,equipment, and energy by drawing uponspecialized knowledge and skills in themathematical, physical, and social sciences,

toget er wit t e princip es an met o s oengineering analysis and design to specify, predict,and evaluate the results to be obtained from suchsystems

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Specific Skills for ManagersSpecific Skills for Managers Team building

Getting team members committed

Clearly defining goals and objectives

Good workin relationshi s

Being aware of the projects culture

Planning skills

Conflict resolution

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Specific Skills for Managers (cont.)Specific Skills for Managers (cont.) Organizational skills

Entrepreneurial skills Administrative skills

Decision making skills

Technical skills

Leadership/Management

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Theory of ManagementTheory of Management --TheThe

Classical ApproachClassical Approach

Scientific Management

Frederick W. Taylor

Frank and Lillian Gilbreth

Bureaucratic Management

Max Weber

Administrative Management Henri Fayol

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Scientific Management TheoryScientific Management Theory

Defined by Frederick Taylor

in the late 1800s

Sou ht to reduce the time a

worker spent on each taskby optimizing the way the

task was done

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Taylors Four Principles of ScientificTaylors Four Principles of Scientific

ManagementManagement

1. Scientifically study each part of a task and develop

the best method of performing the task.2. Carefully select workers and train them to

perform the task by using the scientifically.

3. Cooperate fully with workers to ensure that theyuse the proper method.

4. Divide work and responsibility so that

management is responsible for planning workmethods using scientific principles and workers areresponsible for executing the work accordingly.

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Frank and LillianFrank and Lillian GillbrethGillbreth

Frank Gilbreth (1868-1924) Lilian Gilbreth (1878-1972)

Motion study involves finding out the

best sequence and minimum numberof motions needed to complete a

task.

Explore new ways for eliminatingunnecessary motions and reducing

work fatigue.

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Henry L. GanttHenry L. Gantt

1861-1919

Task and Bonus System: If the

worker completed the work fast, i.e.,in less than the standard time, hereceived a bonus.

schedule for the planning andcontrolling of work, and recording

progress towards stages of a project

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Limitations of Scientific ManagementLimitations of Scientific Management Do not focus on the management of an

organization from a managers point of view. Workers felt that as their performance increased,

managers required them to do more work for the

same pay Increases in performance meant fewer jobs and

greater threat of layoffs

Monotonous and repetitive It also ignored the human desire for job

satisfaction.

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Bureaucratic Management TheoryBureaucratic Management TheoryMax Weber

Developed the concept of bureaucracy as a formalsystem of organization and administration designedto ensure efficiency and effectiveness.

Specialization of labor

Formal rules and procedures

Impersonality

Well-defined hierarchy

Career advancement based on merit

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Administrative ManagementAdministrative Management

1. Division of work

2. Authority

8. Centralization

9. Scalar chain

FayolsFayols Principles of ManagementPrinciples of Management

3. sc p ne

4. Unity of command

5. Unity of direction

6. Subordination ofindividual interest to

the general interest

7. Remuneration

10. r er

11. Equity

12. Stability and

tenure

13. Initiative

14. Esprit de corps

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1. Division of1. Division of LabourLabour

Job specialization and the division oflabour should increase efficiency. Pointed

out the downside of too much

specialization; so workers should be givenmore duties to perform.

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2. Authority and Responsibility2. Authority and Responsibility

Managers have the right to give orders

an e power o ex or su or na es orobedience.

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3. Unity of Command3. Unity of Command

An employee should receive orders from

on y one superior.

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4. Line of Authority4. Line of Authority

The length of the chain of command that

ex en s rom e op o e o om o anorganization should be limited.

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5. Centralization5. Centralization

top of the chain of command.

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6. Unity of Direction6. Unity of Direction

Those operations within the organization

that have the same objective should be

irecte y on y one manager using oneplan. For example the personnel department

in a company should not have two directors

each with a different hiring policy.

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7. Equity7. Equity

Managers should be both friendly and fair

o e r su or na es.

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8. Order8. Order

Materials and people should be in the

.

be in the jobs that they are most suited

to.

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9. Initiative9. Initiative

Subordinates should be given the freedom

to conceive and carr out their lans even

though some mistakes may result.

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10. Discipline10. Discipline

Members in an organization need torespect the rules and agreement thatgovern the organization.

To Fayol, discipline results from goodleadership, fair agreements and

judiciously enforced penalties forinfractions.

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11. Remuneration of Personnel11. Remuneration of Personnel

Compensation for work done should be fair

o o emp oyees an emp oyers.

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Scalar chain refers to the number of levelsin the hierarchy from the ultimate

12. Scalar chain (Line of Authority)

organization. It should not be over-

stretched and consist of too-many levels

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13. Subordination of Individual Interests to the13. Subordination of Individual Interests to the

Common InterestCommon Interest

Interests of employees should not take

prece ence over t e interests o t eorganization as a whole.

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14. Esprit de Corps14. Esprit de Corps

Promoting team spirit will give theorganization a sense of unity.

To Fayol, even a small factors should helpto develop the spirit. He suggested, forexample, the use of verbal

communication instead of formal, writtencommunication whenever possible.

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Role of a successful engineerRole of a successful engineer

managermanager

1. Ability to Manage

3. Opportunity to Manage

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Ability to ManageAbility to Manage Managerial ability refers to the capacity of

an engineer manager to achieveorganizational objectives effectively and

efficientl .

Effectiveness, according to Higgins, refersto a description of whether objectives

are accomplished, while efficiency is a

description of the relative amount of

resources used in obtaining effectiveness.

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Motivation to ManageMotivation to Manage Many people have the desire to work and

finish specific tasks assigned by superiors,but not many are motivated to mange

other eo le so that the ma contribute

to the realization of the organizationsobjectives.

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Opportunity to ManageOpportunity to Manage Successful managers become possible

only if those having the ability andmotivation are given the opportunity to

man e.

The opportunity for successfulmanagement has two requirements

namely obtaining a suitable managerial job,

and finding a supportive climate once on

the job.

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